DISC Roca Lidia

8/10/2019 DISC Roca Lidia

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2010-2012 Copyright Innermetrix UK US South Africa Australia Asia Middle-East Mexico 1

The DISC Index

WHAT WHY HOW

Roca Lidia

December 11, 2013

This Innermetrix Disc Index is a modern interpretation of Dr. William Marston's

behavioral dimensions. Marston's research uncovered four quadrants of behavior which

help to understand a person's behavioral preferences. This Disc Index will help you

understand your behavioral style and how to maximize your potential.

Anthony Robbins Coaching

www.tonyrobbins.com

800-455-8183


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Executive Summary

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Natural and Adaptive Styles Comparison

Natural Style

10

20

30

40

50

60

70

80

90

100

49

D

67

I

77

S

39

C

Natural Style:The natural style is how you

behave when you are being most natural. It

is your basic style and the one you adopt

when you are being authentic and true to

yourself. It is also the style that you revert to

when under stress or pressure. Behaving in

this style, however, reduces your stress and

tension and is comforting. When authentic to

this style you will maximize your true

potential more effectively.

Adaptive Style

10

20

30

40

50

60

70

80

90

100

35

D

53

I

60

S

42

C

Adaptive Style:The adaptive style is how youbehave when you feel you are being observed

or how you behave when you are aware of your

behavior. This style is less natural and less

authentic for you or your true tendencies and

preferences. When forced to adapt to this style

for too long you may become stressed and less

effective.


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Introduction

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About This Report

Research conducted by Innermetrix shows that the most successful people share the common trait of

self-awareness. They recognize the situations that will make them successful, and this makes it easyfor them to find ways of achieving objectives that fit their behavioral style. They also understand their

limitations and where they are not effective and this helps them understand where not to go or how not

to be as well. Those who understand their natural behavioral preferences are far more likely to pursue

the right opportunities, in the right way, at the right time, and get the results they desire.

This report measures four dimensions of your behavioral style. They are:

Decisive your preference for problem solving and getting results

Interactive your preference for interacting with others and showing emotion

Stability your preference for pacing, persistence and steadiness

Cautious your preference for procedures, standards and protocols

This report includes:

The Elements of DISC Educational background behind the profile, the science and the four

dimensions of behavior

The DISC Dimensions A closer look at each of your four behavioral dimensions

Style Summary A comparison of your natural and adaptive behavioral styles

Behavioral Strengths A detailed strengths-based description of your overall behavioral style

Communication Tips on how you like to communicate and be communicated with

Ideal Job Climate Your ideal work environment

Effectiveness Insights into how you can be more effective by understanding your behavior

Behavioral Motivations Ways to ensure your environment is motivational

Continual Improvement Areas where you can focus on improving

Training & Learning Style Your preferred means of sharing and receiving styles

Relevance Section Making the information real and pertinent to you

Success Connection Connecting your style to your own life


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Four Components of Behavior

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The Elements of the DISC-Index

This DISC-Index report is unique in the marketplace for a number of reasons. You just completed the

first ever click & drag DISC instrument on the market. This was constructed in a precise manner to allowfor ease of responses, even in the midst of many difficult decisions. This intuitive interface allows you

to focus on your answers, not the process.

Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result,

this instrument produces zero waste in responses. Some instruments ask you to choose two items out

of four, and leave two items blank. Those instruments have a 50% waste of terms, and do not provide

for an efficient response process. The DISC Index instrument eliminates that response problem.

Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behavior

both as separate entities and as a dynamic combination of traits. This report presents the first time that

each of the DISC elements are separated and developed as pure entities of themselves. This can serve

as an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISC

traits is developed through the context of this report. Additionally, the following four pages will be

devoted to exploring your DISC scores as separate components within the unique combination of traits

that you exhibit.

A comment on contradictions: You may read some areas of this report that may contradict other text.

This is due to the fact that many of us show contradictory behaviors in the normal course of our daily

operations. Each of us are at times talkative and other times more reflective, depending on how we are

adapting our behavior. The expression of these contradictions is a demonstration of the sensitivity of

this instrument to determine these subtle differences in our natural and adaptive style.


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A closer look at the four components of your behavioral style

Decisive

Problems:

How you tend toapproach problems and

makes decisions

High D

Demanding

Driving

Forceful

Daring

Determined

Competitive

Responsible

Inquisitive

Conservative

Mild

Agreeable

Unobtrusive

Low D

Interactive

People:

How you tend tointeract with others and

share opinions

High I

Gregarious

Persuasive

Inspiring

Enthusiastic

Sociable

Poised

Charming

Convincing

Reflective

Matter-of-fact

Withdrawn

Aloof

Low I

Stabilizing

Pace:

How you tend to pacethings in your

environment

High S

Patient

Predictable

Passive

Complacent

Stable

Consistent

Steady

Outgoing

Restless

Active

Spontaneous

Impetuous

Low S

Cautious

Procedures:

Your preference forestablished protocol/

standards

High C

Cautious

Perfectionist

Systematic

Careful

Analytical

Orderly

Neat

Balanced

Independent

Rebellious

Careless

Defiant

Low C


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Decisive

Your approach to problem-solving and obtaining results

The D in DISC represents Decisiveness. Your score on this scale, represented below, showsyour location on the D spectrum based on the pattern of your responses. A high score doesn't

mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral

traits. For example:

Higher D

Tend to solve new problems very quickly and assertively. They take an active and direct

approach to obtaining results. The key here is new problems such as those that are

unprecedented or haven't happened before. There may also be an element of risk in taking

the wrong approach or developing an incorrect solution, but those with a High D score are

willing to take those risks, even if they may be incorrect.

Lower D

Tend to solve new problems in a more deliberate, controlled, and organized manner. Again,

the key here is new and unprecedented problems. The Lower D style will solve routine

problems very quickly because the outcomes are already known. But, when the outcomes

are unknown and the problem is an uncertain one, the Lower D style will approach the new

problem in a calculated and deliberate manner by thinking things through very carefully before

acting.

10

20

30

40

50

60

70

80

90

100

49

Natural

35

Adaptive

Your score shows a low average score on the 'D' spectrum.

The comments below highlight some of the traits specific

to just your unique score.

You are usually very supportive of decisions made by

others on the team.

You are a calculated risk-taker, but only after you have

had sufficient time to consider all potential outcomes.

You may be hesitant to share your opinion with others if

the topic is divisive or hotly contested. Sometimes you demand too much of yourself.

You are open to deferring to others for decisions when

they have voiced a stronger opinion.

You prefer a culture that allows ample time for analysis

of new ideas before implementation takes place.


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Interactive

Your approach to interacting with people and display of emotions.

The I in DISC represents Interactive. Your score on this scale represented below shows yourlocation on the I spectrum based on the pattern of your responses. A high score doesn't mean

good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral


Higher I

Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key

here is new people whom one hasn't met before. Many other styles are talkative, but more

so with people that they've known for some time. The Higher I scores are talkative, interactive

and open even with people whom they have just initially met. People scoring in this range

may also be a bit impulsive. Generally speaking, those with the Higher I scores are generallytalkative and outgoing.

Lower I

Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the

key word "new people" enters the equation. Those with Lower I scores are talkative with their

friends and close associates, but tend to be more reserved with people they've just recently

met. They tend to place a premium on the control of emotions, and approach new relationships

with a more reflective approach than an emotional one.

10

20

30

40

50

60

70

80

90

100

67

Natural

53

Adaptive

Your score shows a moderately high score on the 'I'

spectrum. The comments below highlight some of the traits

specific to just your unique score.

You are affable and friendly when meeting new people.

You are influential and talkative.

You can be pretty disorganized and lack great attention

to detail.

You bring a definite optimistic attitude to projects and

tasks. Sometimes you can express your opinion too much.

You like to have an open-door policy with both peers and

supervisors.


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Stabilizing

Your approach to the pace of the work environment

The S in DISC represents Stabilizing. Your score on this scale represented below shows yourlocation on the S spectrum based on the pattern of your responses. A high score doesn't mean

good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral


Higher S

Tend to prefer a more controlled, deliberative and predictable environment. They place a

premium on security of a work situation and disciplined behavior. They also tend to show a

sense of loyalty to a team or organization, and as a result, may have a greater longevity or

tenure in a position than some other styles. They have an excellent listening style and are

very patient coaches and teachers for others on the team.

Lower S

Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom

of expression and the ability to change quickly from one activity to another. They tend to

become bored with the same routine that brings security to the Higher S traits. As a result,

they will seek opportunities and outlets for their high sense of urgency and high activity levels,

as they have a preference for spontaneity.

10

20

30

40

50

60

70

80

90

100

77

Natural

60

Adaptive

Your score shows a moderately high score on the 'S'

spectrum. The comments below highlight some of the traits

specific to just your unique score.

You bring a high sense of loyalty to the rules and

regulations that govern projects, people, and processes.

You can be an excellent calming influence on people

who are upset.

Increasing your sense of urgency could benefit your

performance in many instances. You blend well with others and get along with a wide

variety of others.

You may be slow to accept changes or let go of the old

ways of doing things.

You always demonstrate a high degree of follow-through.


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Cautious

Your approach to standards, procedures, and expectations.

The C in DISC represents Cautiousness. Your score on the scale represented below showsyour location on the C spectrum based on the pattern of your responses. A high score doesn't

mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral


Higher C

Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom

they respect. They like things to be done the right way according to the operating manual.

"Rules are made to be followed" is an appropriate motto for those with higher C scores. They

have some of the highest quality control interests of any of the styles and frequently wish

others would do the same.

Lower C

Tend to operate more independently from the rules and standard operating procedures. They

tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by

developing a variety of strategies as situations demand. To the Lower C scores, rules are

only guidelines, and may be bent or broken as necessary to obtain results.

10

20

30

40

50

60

70

80

90

100

39

Natural

42

Adaptive

Your score shows a low average score on the 'C' spectrum.

The comments below highlight some of the traits specific

to just your unique score.

You may be perceived as being non-committal by some

when it comes to deciding on how to proceed.

You are flexible enough to work with or without a lot of

structure or order.

You like taking your own way to the results.

To you, rules are guidelines, not concrete. To you, the end usually justifies the means.

You are fine with change when it is clear how it will

improve efficiency.


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Natural Style Pattern Overview

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Natural Style Pattern:

Your natural style is the way you tend to behave when you aren't thinking about it. This is where

you are most comfortable (natural). This is also the style you will revert back to when under

stress or moving too quickly to be consciously thinking about modifying your behavior. Finally,

this is the style you should seek to be true to in your daily roles. Being natural will return better

results with less effort and stress. The following statements are true to just your unique natural

style:

Able to meet new people easily and in a sincere and confident manner.

An excellent, empathic listening style.

Tends not to force your own ideas on others with edicts, but rather by offering considered

suggestions.

Tends to say 'yes' more than 'no' when asked to help out with a colleague's project or

problem.

Listens carefully to alternatives before making a judgment.

High degree of persistence in working on specialized projects, especially over the long haul.

Sensitive to the needs of others on the team.

Excellent coach or counselor with others on the team.


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Adaptive Style Pattern Overview

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Adaptive Style Pattern:

This is the style of behavior you adapt to when you are conscious of your own behavior, when

you feel you are being observed or whenever you are trying to better fit a situation. This is not

a natural style for you, but still one of your two styles none-the-less. In other words, it is the

way you feel you "should" behave when thinking about it. The statements below are specific

to your individual Adaptive style:

You are motivated to be an excellent team player because of the high optimism and the

ability to defer ego to others who may prefer more attention or control of the situation.

On the job, you seem to like to be patient, polite, and create an environment of good-will

for internal and external stakeholders.

Tends not to force own ideas on others with edicts, but rather by offering considered

suggestions.

On the job, may tend to say 'yes' more than 'no' when asked to help out with a colleague's

project or problem.

Listens carefully to alternatives before making a judgment.

On task, you show a high degree of persistence in working on projects, especially over the

long haul.

Is known for being sensitive to the needs of others on the team.

Excellent coach or counselor with others on the team and with external stakeholders.


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Ideas for Being More Effective

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Based on your behavioral style there are certain opportunities for becoming more effective by

being aware of how you prefer, and enjoy, to behave. The items below may assist you in your

professional development growth. By understanding these items you may find explanations for

why you may be stuck in some areas of your life and why other aspects give you no trouble at

all. You could be more effective by:

Having a greater sense of urgency to get more done in less time.

Working in a favorable climate without high pressure or chaos.

Delegating better.

Avoiding heavy detail work.

Working in an environment with little hostility and conflict.

Stay positive and optimistic under high pressure moments.

By getting better control of files and record keeping.

Having an increased urgency in decision-making the project clock is ticking.


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Ideas for Staying More Motivated

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Your behavioral style will cause you to be motivated by certain factors in your environment.

Having these present may make you feel more motivated, and productive. The following are

things that you may want in your surroundings to feel optimally motivated:

The ability to relate to people in a positive and supportive manner.

An environment allowing the ability to weigh pros and cons and not to snap quickly into a

decision-mode until alternatives are considered.

A work culture that is supportive of family activities and commitments.

Some evidence that a new process has been successful in similar applications.

Systems of support or utilities to reduce amount of time spent on detail work.

A working environment that allows flexibility to circulate and talk with a variety of people.

Projects and assignments that provide people-contact and opportunity to help both internal

and external stakeholders.

To be accepted as a positive and supportive member of the organization and team.


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Strength-based Insights

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Each behavioral style contains certain unique strengths as a result of how your four behavioral

dimensions relate to each other. Understanding your own unique behavioral strengths is an

important part of putting your new level of self-awareness to work for your success and

satisfaction. The following statements highlight specific strengths of your behavioral style:

Excellent empathic listening style, a model for others to observe and follow.

Works hard for the team objectives and goals.

Able to negotiate conflicts into win-win situations.

Demonstrates an appropriate combination of people-orientation plus listening ability and

may serve as a sought-after coach or counselor to peers within the organization.

The high optimism helps motivate the team toward its goals.

Brings a positive sense of humor, and not at the expense of others.

Demonstrates a high degree of patience in working with others.

Very people oriented. Able to talk with new people very easily in small groups or in large

audiences.


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Ideal Job/Climate

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Your behavioral style plays a significant role in determining what aspects of an environment

you like. The items below will help you understand what will define an ideal working climate

for you. Based on how you prefer to behave, an ideal climate for you is one that provides you

with:

A job culture where there is little hostility, confrontation, or anger.

Favorable working climate with positive attitudes and optimistic spirit.

A work culture that takes pride in the systems, processes and people working behind the

scenes.

Specialized assignments that also involve communicating and working with a variety of

people.

A work culture that allows for your natural interest in helping others learn and grow

professionally.

Job responsibility involving people contacts and a need to be supportive of individual efforts.

A participatory manager or board with whom a democratic relationship has been

established.

Freedom to circulate among other stakeholders.


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Preferred Training and Learning Style

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Based on how you tend to behave you have certain preferences for how you like to convey

information, teach, instruct or share knowledge with others. This is also true of how you like

to receive information and learn. Understanding your behavioral preferences here will help

increase your effectiveness in teaching or instructing others, and in being taught and learning.

How you prefer to share knowledge or teach:

Believes that knowledge gives the participants the ability to maximize their potential and

share with others.

Structures events to inspire participants to act on their ideas and visions.

Shows authority by demonstrating trust and participation with the group.

Brings imagination and ideas to the training event.

Wants to know performance outcomes, objectives, etc. and communicates these to the

participants.

Sincere participation with others as a co-learner or co-facilitator.

Enriches the content with stories and experiences.

How you prefer to receive knowledge or learn:

Responds to extrinsic motivation such as praise and encouragement.

Prefers learning in groups.

Prefers explicit instructions and measurement criteria.

Shows commitment, and wants to be personally involved in learning.

Sincere participation with others. Wants to learn and help others learn as well.

As a participant, prefers a balance between individual and group work.

Seeks inspiration and excitement in the learning process.


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Communication Insights for Others

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This page is unique in this report because it is the only one that doesn't speak directly to you,

rather to those who interact with you. The information below will help others communicate with

you more effectively by appealing to your natural behavioral style. The first items are things

others SHOULD do to be better understood by you (Do's) and the second list is of things others

SHOULD NOT do (Don'ts) if they want you to understand them well.

Things to do to effectively communicate with Roca:

Put the details in writing, but don't plan on discussing them too much.

Plan to talk about things that support dreams and goals.

Present your ideas and opinions in a non-threatening way.

Provide clear, specific solutions, and support your position.

Be casual and informal with gestures and body language.

Break the ice with a brief personal comment.

Be certain to emphasize next action-steps.

Things to avoid to effectively communicate with Roca:

Be certain all decision-points have reached closure and action-plans are the result.

Don't legislate or issue edicts.

Don't manipulate or bully into agreeing.

Don't leave the idea or plan without backup support.

Don't be rude, abrupt in your delivery.

Don't force others to agree quickly with your objectives and position; provide some time to

warm up to the ideas and for mutual ownership.

Don't talk down to anyone.


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Relevance Section

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In order to make the most out of the information in this report it is important that you connect

it to your life in a tangible way. To help you make this information your own, and pull out the

most relevant parts, fill in the blanks below.

Decisiveness:

How is your 'D' score relevant to your life?

_________________________________________________________________________

Interacting:

How is your 'I' score relevant to your life?

_________________________________________________________________________

Stabilizing:

How is your 'S' score relevant to your life?

_________________________________________________________________________

Cautiousness:

How is your 'C' score relevant to your life?

_________________________________________________________________________

Overall Natural Style:

What is one way in which your natural style relates to your life?

_________________________________________________________________________

Overall Adaptive Style:

What is one way in which your adaptive style relates to your life?

_________________________________________________________________________

Strength-based insights:

What specific strengths do you think connect to your success more than any other?

_________________________________________________________________________


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Relevance Section

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Communication Dos and Don'ts:

What did you learn from understanding your preferred communication style?

_________________________________________________________________________

Ideal Job Climate:

How well does your current climate fit your behavioral style?

_________________________________________________________________________

Effectiveness:

What is one way in which you could become more effective?

_________________________________________________________________________

Motivation:

How can you stay more motivated?

_________________________________________________________________________

Improvement:

What is something you learned that you can use to improve your performance?

_________________________________________________________________________

Training/Learning:

What did you learn that could help you instruct others better, or learn more effectively?

_________________________________________________________________________


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Relevance Section

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Your final step to making sure you really benefit from the information in this report is to

understand how your behavioral style contributes to, and perhaps hinders, your overall success.

Supporting Success:

Overall, how can your unique behavioral style support your success? (cite specific examples)

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

Limiting Success:

Overall, how could your unique behavioral style get in the way of your success? (cite specific

examples)

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

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